The document discusses key concepts in knowledge management. It defines knowledge management as identifying, capturing, organizing, and disseminating intellectual assets critical to long-term organizational performance. It distinguishes between tacit knowledge gained from experience and explicit knowledge that can be documented and shared. Strong leadership is important for knowledge management as leaders play a role in knowledge sharing and capture, and help bring change and allow an organization to flourish. Developing a knowledge culture also influences knowledge management success by encouraging and rewarding knowledge sharing.

1. CHAPTER 1
KNOWLEDGE
MANAGEMENT
Presented By:
Apoorva Rashmi

2. KNOWLEDGE MANAGEMENT CONCEPT
 Knowledge Management is a process of
identifying, capturing, organizing and disseminating
the intellectual assets of that are critical to the
organization’s long term performance

3. TYPES OF KNOWLEDGE
 Tacit Knowledge
 Knowledge which draws on the accumulated experience and
learning of a person and which is hard to reproduce or share
with others
 Explicit Knowledge
 Knowledge which can be shared with others-it can be
documented, categorized and transmitted to others and
illustrated to others

4. LEADERSHIP AND KNOWLEDGE MANAGEMENT
 KM requires strong leadership
 Plays an important role in sharing and capturing the
knowledge
 Bring in change inside the organization
 Helps the organization to flourish

5. DEVELOPING KNOWLEDGE CULTURE
 Influences the success of the KM inside the
organization
 Encourages and rewards the knowledge sharing
system
 Develops the facilitates and HR practices to share
knowledge

6. LEARNING ORGANIZATION
 Encourage the people to grow and develop and
share the knowledge and learning with others
 Helps to learn from errors
 Emphasis on growth and evaluation of the
knowledge through the work experience using
knowledge stored

7. DEVELOPMENTAL ORGANIZATION
 Paved way for the more advanced growth and the
evolution that might happen in KM
 Systems and values are reshaped to reflect the
changing environment
 Enhance the elements of the corporate activity,
reshapes the core business and its positioning and
the placement in the external market

8. APPLYING KNOWLEDGE TO THE WORKFORCE
PRACTICE
 Make the employees embrace the KM principles
inside the organization
 Build strong and supportive systems to encourage
the knowledge inside the organization
 Knowledge based practices are the result of the
cultural, leadership, systematic process which
operate inside the organization

9. KNOWLEDGE SYSTEMS
 It involves building the infrastructure necessary for
the capturing and sharing of the knowledge
 Includes wide variety of professionals namely
 technologists
 Librarians
 systems managers
 database managers &
 human resource specialists
 It may pose challenges to the traditional
organizations
 But once KM system is developed it acts as an
asset in long run

10. KNOWLEDGE SERVICE
 KM is a difficult process
 Takes lot of input, time & process to convert ideas
into reality
 Transition process should be well planned out
 It needs cohesive & integrated system to smooth
transition from phase to phase
 Empower the workers in the application of the
knowledge

11. STRATEGIC KNOWLEDGE LEADERSHIP
 Knowledge leader: is a person who sets a new
direction for the KM and drives it forward
 Roles of Strategic Knowledge leadership:
 Developing the big picture
 Actively promoting good knowledge management
process
 Managing the overall KM programme
 Catalyst for connection, coordination and collaboration
 Conceptual abilities
 Involvement
 inquisitive

12. THANK
YOU